Curso de Ejemplo
Download as PPTX, PDF2 likes2,096 views
This document provides information about an ITIL Foundation Certificate training course, including: 1. The course covers ITIL best practices over 4 days in daily segments including exercises and breaks. 2. Reference literature includes the core ITIL books and guidance documents to help students prepare for the ITIL Foundation exam. 3. Course content will cover key ITIL topics like service management processes, service strategy, service design, and continual service improvement. The document provides an agenda, descriptions of course content, and diagrams to illustrate ITIL concepts for the training.
Curso de Ejemplo
- 1. ITIL® Foundation Certificate in IT Service Management Training Course Legal Notice ITIL® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries The Swirl logo™ is a Trade Mark of the Cabinet Office This training material is composed of two types of content: 1) Content created by Global Lynx. Where applicable, this content is identified by the framed caption “Slide content from GL” in the lower left corner of each slide and by the framed caption “Notes content from GL” in the lower left corner of each slide’s notes section. 2) Content which has been either excerpted from or based on one or more of the following Cabinet Office ITIL publications: Service Strategy (ISBN 978-0-11-331045-6), Service Design (ISBN 978-0-11- 331047-0), Service Transition (ISBN 978-0-11-331048-7), Service Operation (ISBN 978-0-11-331046-3), Continual Service Improvement (ISBN 978-0-11-331049-4). © Crown Copyright 2007. Reproduced under Licence from the Cabinet Office. Where applicable, this content is identified by the framed caption “Slide content from CO” in the lower left corner of each slide and by the framed caption “Notes content from CO” in the lower left corner of each slide’s notes section.
- 2. Audience ● Individuals who require a basic understanding of the ITIL framework. ● IT professionals that are working within an organization that has adopted and adapted ITIL. ● Individuals seeking the ITIL Expert Certificate in IT Service Management, for which this qualification is a prerequisite. ● Individuals seeking progress toward the ITIL Master Certificate in IT Service Management, for which the ITIL Expert is a prerequisite. ● This may include: – IT professionals – Business managers Slide – Business process owners This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 2 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 3. Class Schedule Day Segment Start End Dur. time time (min.) Course introduction 9:00 10:00 60 1: Industry Best Practices 10:00 11:00 60 Coffee break 11:00 11:15 15 Exercises for unit 1 11:15 11:45 30 2: Service Management as a Practice 11:45 13:45 120 1 Lunch break 13:45 14:45 60 Exercises for unit 2 14:45 15:15 30 3: Service Strategy 15:15 17:15 120 Coffee break 17:15 17:30 15 Exercises for unit 3 17:30 18:00 30 4: Service Design (part 1) 18:00 19:00 60 Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 3 from CO GL © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 4. Reference Literature Course literature • The five core CO (the Cabinet Office) ITIL v3 books published by TSO (The Stationery Office): • Service Strategy • Service Design • Service Transition • Service Operation • Continual Service Improvement • The Official Introduction to the ITIL Service Lifecycle Published by TSO (The Stationery Office) 2007 • Passing your ITIL Foundation Exam - The Official Study Aid Published by TSO (The Stationery Office) 2007 • Foundations of IT Service Management Based on ITIL V3 Published by Van Haren Publishing 2007 • An Introductory Overview of ITIL V3 (E-Book) Published by the UK Chapter of the itSMF 2007 • ITIL glossary of terms © Crown Copyright the Cabinet Office 2011 • CO ITV3F course syllabus © CO (the Cabinet Office) 2011 Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 4 from CO GL © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 5. Unit Contents 1 Industry Best Practices 1.1 Best Practices in the Public Domain 1.2 Basic Concepts and Background of ITIL 1.3 Industry Standards 1.4 Frameworks 1.5 Models and Quality Systems 1.6 Company Standards and Frameworks 2 Service Management as a Practice 2.1 Service 2.2 Internal and External Customers 2.3 Internal and External Services 2.4 Service Management 2.5 IT Service Management 2.6 Stakeholders in Service Management 2.7 Processes and Functions 2.8 The Process Model and the Characteristics of Processes 2.9 Integration of Service Management Processes through Service Automation 2.10 Structure of the ITIL Service Lifecycle 2.11 Why ITIL is Successful 2.12 ITIL Roles Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 5 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 6. Preamble: ITIL V3 Processes and Functions © Crown Copyright 2007. Reproduced under Licence from the Cabinet Office Legend: P = Process Event Management P What is ITIL? Design Coordination P F = Function Incident Management P A set of best practices for IT Service Catalogue P Transition Planning and P Request Fulfilment P Management Support Service Management. Service Level Management P Change Management P Problem Management P Strategy Management for IT Services P Availability Management P Service Asset and Configuration Management P Access Management P Service Portfolio Management P Capacity Management P Release and Deployment Management P Service Desk F Financial Management for IT Services P IT Service Continuity Management P Service Validation and Testing P Technical Management F Demand Management P Information Security Management P Change Evaluation P IT Operations Management F Business Relationship Management P Supplier Management P Knowledge Management P Application Management F Service Service Service Service Strategy Design Transition Operation Continual Service Improvement (CSI) The Seven-Step Improvement Process P Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 6 from CO GL © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 7. 1 Industry Best Practices Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 7 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 8. 1.1 Best Practices in the Public Domain Industry Best Practices ● Best practices enable organizations to: Close gaps in capabilities Best practices Become more competitive ● Sources for best practice: Public frameworks Standards Proprietary knowledge ITIL is the most widely recognized and trusted source of best-practice guidance in the area of ITSM. Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 8 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 9. 1.2 Basic Concepts and Background of ITIL Industry Best Practices ITIL: A customizable set of best practices designed to promote ITIL quality IT services. ● Provides a systematic, process-based approach to the provisioning and management of IT services. ● The processes identified apply to all aspects of IT infrastructure. Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 9 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 10. 1.2 Basic Concepts and Background of ITIL Industry Best The stages in the service lifecycle approach to IT Service Practices Management are: ITIL Service Service Operation Design Continual Service Service Improvement Strategy Service Transition Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 10 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 11. 2.3 Internal and External Services Internal and external services External External External External External External customer customer customer customer customer customer The business Business unit Business unit (internal customer) (internal customer) © Crown copyright 2007. Reproduced under licence from the Cabinet Office IT IT department IT department IT department External customer-facing services IT services Internal customer-facing services Supporting services (internal) Business services and products provided by other business units Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 11 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 12. 2.8 The Process Model and the Characteristics of Processes Process model Process control Policy Owner Objectives Triggers Documentation Feedback Process Metrics Activities Roles Inputs Procedures Improvements Outputs Work Including process instructions reports and reviews Process enablers Resources Capabilities © Crown copyright 2007. Reproduced under licence from the Cabinet Office Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 12 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 13. 3.3.1 Value Creation through Services Service Strategy Services are designed, built and delivered with both utility and warranty. Value of a service UTILITY Performance supported? T/F OR Constraints removed? Fit for purpose? Value-created AND Available enough? T/F Fit for use? Capacity enough? AND T/F Continuous enough? T: True Secure enough? F: False WARRANTY © Crown copyright 2007. Reproduced under licence from the Cabinet Office. Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 13 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 14. 3.3.1 Value Creation through Services Service Components of value Strategy Creating value Business outcomes Value Preferences Perceptions © Crown copyright 2007. Reproduced under licence from The Cabinet Office. Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 14 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 15. 3.3.1 Value Creation through Services Service How customers perceive value Strategy Positive Negative difference difference Creating value Losses from – Net utilizing the service difference Gains from utilizing the + service under licence from The Cabinet Office. © Crown copyright 2007. Reproduced Based on DIY strategy or existing arrangements Reference Economic value of value service Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 15 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 16. 3.4.1 Service Portfolio Management Service Strategy The service portfolio Service portfolio The Service Portfolio Service Retired Service catalogue pipeline services Configuration management system Supplier and contract Customer Customer Application Project management agreement CMDB portfolio portfolio portfolio information system portfolio © Crown copyright 2007. Reproduced under licence from the Cabinet Office Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 16 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 17. 4.4.1 Service Level Management (SLM) The service level management process The business Business unit A Business unit B 3 6 © Crown copyright 2007. Reproduced under licence from the Cabinet Office Business 2 Business 5 process 1 process 4 SLM SLA(s) D E F Service A B C SLR(s) Service catalogue Assist with the service catalogue and maintain document Determine, document Monitor service Conduct service templates and agree requirements performance against reviews and instigate for new services SLRs SLA and produce improvements within Design SLA and make SLAs service reports overall SIP frameworks and document procedures and standards Develop contacts and Collate, measure and relationships, record improve customer and manage complaints satisfaction Service Provide and compliments reports management information Review and revise SLAs, service scope and Underpinning OLAs underpinning contracts agreements Business Teams Suppliers relationship management (ii) (ii) Support team (I) Supplier (I) Supplier management Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 17 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 18. 4.4.2 Service Catalogue Management Service Design A two-view service catalogue The service catalogue © Crown copyright 2007. Reproduced under licence from the Cabinet Office Service Business Business Business Business/customer service catalogue view catalogue process 1 process 2 process 3 Service A Service B Service C Service D Service E Service 1 Service 2 Service 3 Service 4 Service 5 Service 6 Technical/supporting service catalogue view Links to related information Service assets/configuration records Key = Customer-facing services = Supporting services Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 18 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 19. 5.4.1 Service Asset and Configuration Management (SACM) Example of relationships between the CMS and SKMS © Crown copyright 2007. Reproduced under licence from the Cabinet Office SKMS The CMS is Some CIs (such as part of the SLAs or release SKMS CMS plans) are in the SKMS Configuration Each configuration records are record points to and stored in describes a CI CMDBs in the CMS Other CIs (such as users and servers) are outside the SKMS Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 19 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 20. 5.4.2 Change Management Service Transition Scope It covers changes to all configuration items across the whole © Crown copyright 2007. Reproduced under licence from the Cabinet Office Change service lifecycle. Management Business Service provider Supplier Strategic Manage the Manage the Manage IT services supplier’s change business business Tactical Manage the Service Manage change business portfolio external processes services Service change Operational Manage Service External change business operations operations operations Scope of change management Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 20 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 21. 5.4.2 Change Management Interfaces between change management and service asset and configuration management © Crown copyright 2007. Reproduced under licence from the Cabinet Office Change management Raise and Assess Authorize/ Coordinate Review Close record change change reject change change change request change implementation* Release and deploy new/changed CIs Service asset and configuration management Identify Capture Reports Update Audit Check Affected release and and audits records items records items environment updated baselines Configuration management system * Includes build and test where applicable Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 21 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 22. 5.4.2 Change Management Example of a process flow for a normal change Role Create RFC Change initiator © Crown copyright 2007. Reproduced under licence from the Cabinet Office Record RFC Change Change proposal management Requested (optional) Review RFC Change Activities assigned to the role ‘change management Ready for evaluation management’ may be carried out by a Assess and evaluate change practitioner, a change authority change or the change management process Change Update information in CMS owner, depending on organizational management Ready for decision Work flows design. Rejected Authorize change Change build and test authority Authorized Rejected Coordinate change Change build and test* *Activities to plan, create and deploy releases are part of the release and management Created Work flows deployment management process. Authorize change Change deployment authority Scheduled Coordinate change Change deployment* management Implemented Work flows Review and close change record Change management, Closed change authority, change initiator Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 22 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 23. 5.4.3 Release and Deployment Management Phases of release and deployment management © Crown copyright 2007. Reproduced under licence from the Cabinet Office Change management Auth Auth Auth Auth Auth Auth Auth Authorize Authorize Authorize Authorize Post- release planning build and test check-in to DML deployment/ implementation transfer/retirement review Release and Release build Review and deployment Deployment and test close planning Deployment Transfer Auth Change management authorization Retirement Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 23 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 24. 5.4.4 Knowledge Management Service Relationship of the CMDB, the CMS and the SKMS Transition © Crown copyright 2007. Reproduced under licence from the Cabinet Office SKMS Service knowledge Support for decisions management system Support for delivery of services Configuration management system Configuration management databases Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 24 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 25. 6.4.1 Incident Management Service Simple priority coding system Operation © Crown copyright 2007. Reproduced under licence from the Cabinet Office Impact, urgency Impact and priority High Medium Low High Urgency 1 2 3 Medium 2 3 4 Low 3 4 5 Priority Description Target resolution time code 1 Critical 1 hour 2 High 8 hours 3 Medium 24 hours 4 Low 48 hours 5 Planning Planned Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 25 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 26. 6.5.4 IT Operations Management Service operation functions Service Operation IT operations management Technical IT operations Application Service desk Control management management Console management/ operations bridge © Crown copyright 2007. Reproduced under licence from the Cabinet Office IT Operations Mainframe Financial Management Job scheduling apps Backup and restore Print and output management HR Server apps Facilities management Data centres Business Network Recovery sites apps Consolidation Storage Contracts Database Directory services Desktop Middleware Internet/ web Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 26 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 27. 7.3.1 The Continual Service Improvement Approach Continual Service Continual service improvement approach Improvement Business vision, What is the vision? mission, goals and CSI approach objectives Baseline Where are we now? assessments How do we keep the Where do we want Measurable momentum going? to be? targets How do we get Service and process there? improvement Measurements & Did we get there? metrics © Crown copyright 2007. Reproduced under licence from The Cabinet Office. Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 27 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 28. 7.3.2 The Deming Cycle (Plan, Do, Check, Act) Continual Service Continuous quality control and consolidation Improvement Plan Project Plan The Deming Do Project Cycle Check Audit Act New Actions Maturity Level ACT PLAN Business IT alignment CHECK DO Effective Quality Improvement Consolidation of the level reached i.e. Baseline Timescale © Crown copyright 2007. Reproduced under licence from The Cabinet Office. Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 28 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 29. 7.4.1 The Seven-Step Improvement Process The seven-step improvement process Wisdom 1. Identify the strategy for 2. Define what you will measure Data improvement • Vision © Crown copyright 2007. Reproduced under licence from the Cabinet Office • Business need • Strategy • Tactical goals • Operational goals 7. Implement improvement PLAN 3. Gather the data • Who? How? When? • Criteria to evaluate integrity of data • Operational goals • Service measurement ACT DO 6. Present and use the information • Assessment summary • Action plans • Etc. CHECK 5. Analyse the information and 4. Process the data data • Frequency? • Trends? • Format? • Targets? • Tools and systems? • Improvements required? • Accuracy? Knowledge Information Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 29 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.
- 30. 7.4.1 The Seven-Step Improvement Process Continual Operational management Step 1 Step 2 Service Knowledge spiral Improvement PLAN Step 7 Step 3 ACT DO Step 4 The 7-step CHECK improvement process Step 6 Step 5 Step 1 Step 2 PLAN Step 7 Step 3 ACT DO Step 4 CHECK Step 6 Step 5 Tactical management Step 1 Step 2 PLAN Step 7 Step 3 ACT DO Step 4 CHECK © Crown copyright 2007. Reproduced Step 6 Step 5 under licence from the Cabinet Office Strategic management Slide This document may contain brand names, text, graphics or images which are registered trade marks, trade marks, service marks, or trade names content of third parties which are owned by their respective owners. 30 from CO © Copyright 2012 Global Lynx, Inc. All rights reserved. This material is property of Global Lynx, Inc (www.globallynx.com). Reproduction in whole or in part is prohibited.